Item 08 Appendix 1 - Draft WDLT Business Plan 2024-25
West Dunbartonshire Council · 7 February 2024
Back to Corporate Services Committee — 7 February 2024 and its agenda
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BUSINESS PLAN 2024-2025 “Inspiring Active & Healthier Communities” Appendix 1
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Contents Page(s) Message from the General Manager 3 Introduction 4 Trust Activity 4 Staffing 5 Financial Budget 2024/25 6 Five Year Strategic Plan & Annual Delivery Plan 7 Key Performance Indicators 8 – 11 Accessibility Statement 12
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Message from the General Manager 2023/24 continued to be a challenging year, continuing to recover the trading performance of the business post pandemic and coping with the extraordinary effects of soaring energy costs and the cost-of-living crisis. I am delighted to report that despite these challenges, we are projecting another successful year with projected increases in attendances across a number of service and activity areas: Active School participation with approximately a 25% increase; Free Swim and Gym holiday initiatives with a 37% increase; Swimming Lesson programme with approximately a 24% increase; Indoor Dryside Activities with approximately a 9% increase; and Overall Usage with approximately a 9% increase. West Dunbartonshire Council (WDC) have already agreed a 20% saving to the WDLT Management Fee and although a number of budget savings have been identified, additional income through increased fees and charges for services is necessary to assist in achieving a balanced budget as is the proposed allocation of £621,288 from reserves. We will continue to operate our popular Access to Leisure concessionary scheme providing around a 35% discount off a number of activities within leisure facilities; provide concessionary rates for eligible groups accessing community facilities; and provide juvenile rates for leisure facilities and outdoor facilities to support those in most need to continue to access facilities and services. Although a balanced budget has been prepared for 2024/25 it is important to note that early discussions for the 2025/26 Management Fee will need to be undertaken as the current £621k gap that reserves will cover for this year will need to be addressed before considering any further management fee reductions moving forward. Through careful financial management, WDLT has managed over the years to generate funds for designating to a range of service improvements as well as a general reserve fund suitable for the cash flow and size of the organisation. However all excess reserves will be utilised in 2024/25. WDLT’s business plan for 2024-25 outlines the activities we will undertake to achieve our mission of “Inspiring Active and Healthier Communities” and is framed around our three strategic objectives: Health & Wellbeing Opportunities for All; a Thriving Not for Profit Charity; and Financial Sustainability. 2024-25 will bring us exciting opportunities including enhanced partnership working with Education; the Health & Social Care Partnership; and sportscotland through the development of a Sport, Physical Activity & Health Strategic Working Group to ensure as an authority we plan collaboratively to deliver shared priorities for the residents of West Dunbartonshire. There is no doubt that West Dunbartonshire Leisure is in a good position to manage and overcome these challenges thanks to the support of our employees, customers, Board of Directors and West Dunbartonshire Council. John Anderson General Manager
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Introduction WDLT is a company limited by guarantee with charitable status and was incorporated in December 2011 and started trading in April 2012. WDLT is responsible for the strategic and operational management of the council’s Sport and Leisure Facilities; Community Facilities; Outdoor Pitches & Bowling Greens (transferred to WDLT 3 April 2017); Sports Development; Active Schools; and the delivery of the Council’s major Outdoor Events. This Business Plan outlines the activity planned in the coming year and the financial budget required to deliver these services in 2024/25. This includes the level of Management Fee from WDC. Trust Activity WDLT proposes to deliver the following on behalf of the Council in 2024/25: Sport & Leisure The strategic and operational management of the Council’s three wet and dry leisure centres, Vale of Leven Swimming Pool; the Meadow Centre; and Clydebank Leisure Centre. Community Services The strategic and operational management of the Council’s Community Facilities (5); Theatre; Grass Pitches (16); Synthetic Pitches (3); Bowling Greens (2) Tennis Courts (3); and the new Athletics Track in Posties Park, Dumbarton. Sports Development Our Sports Development team is focused on widening opportunities for all residents to participate in sport. This is achieved via the provision of community and school sports programmes, club and coach development initiatives and the delivery of various mass participation sports events across the area. With the opening of the new Athletic Track at Posties Park we will work with athletic clubs to generate usage and programme opportunities for residents to participate in athletics. Active Schools Our Active Schools team aim to provide more and higher quality opportunities for children and young people to take part in sport and physical activity before, during lunchtime and after school. We will continue to work closely with the Council’s Education department to investigate how best we can increase pupil physical activity participation Major Outdoor Events We will continue to deliver an annual programme of outdoor events for the Council. This Events Calendar includes the Loch Lomond Highland Games; the Scottish Pipe Band Championships; and a Firework Display. In addition to delivering outdoor events for the Council, we also manage and deliver the Run Loch Lomond 10k & 5k Road Races.
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Staffing To deliver the vast array of services/programmes (145.77 FTE) employees (excluding casual workers/coaches/instructors) are required to be utilised by WDLT. The tables below provide a breakdown of the FTE for each service area Business Development (13.66 FTE) Leisure Services (78.89 FTE) Designation FTE Designation FTE General Manager 1 Senior Leisure Trust Officer 1 Business Development Coordinator 0.6 Leisure Facility Officer 1 Development Officer 1.86 Fitness Officer 2 Customer Services & Support Officer 1 Technical Officer 2 Information & Systems Officer 1 Duty Officer 8.4 Training Officer 1 Leisure Attendant 33.9 Live Active Officer 3 Fitness Attendant 8.83 Clerical Assistants 4.2 Receptionist 11.96 Membership Advisor 0.08 Sport & Physical Activity (26.61 FTE) General Operative 9.72 Designation FTE AS, Sport & Physical Activity Manager 1 Community Services (26.61 FTE) Active Schools Coordinator 6 Designation FTE Sport & Physical Activity Coordinator Aquatics 1 Community Facilities Officer 1 Sport & Physical Activity Coordinator 2.9 Duty Officer 2 Assistant Sport & Physical Activity Officer 1 Facility Assistant 20.9 Assistant Swimming Dev Officer 4 General Operative 2.71 Lead Coach 5.25 Assistant Coach 5.46
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Financial Budget 2024/25 To deliver the programme outlined above, with the resources as listed, WDLT forecasts the following financial requirements, however this position may require to be updated following the council’s completion of the review of Community Facilities: Management Fee The following key adjustments have been applied to the calculation of the 2024/2025 Management Fee: Key Adjustments Base Subsidy (Management Fee 2023/24) £4,669,721 Employee Costs (Additional Pay Award 2023/24) £241,886 Employee Costs Uplift 2024/25 (Estimated at 3%) £156,706 Reduction on Employer Pension Contribution (£500,000) WDC Budget Saving (20%) (£939,940) Draft Management Fee 2024/25 £3,658,373 This would represent a decrease in the management fee from the Council of £1,010,348 (approximately 22%) from 2023/24. Income 2023/24 Budget (£) Proposed 2024/25 Budget (£) Change in Budget (£) Management Fee 4,668,721 3,658,373 -1,010,348 Customer Receipts 2,932,134 3,907,270 975,136 Grant Funding 381,095 281,927 -99,168 Income Total 7,981,950 7,847,570 -134,380 Expenditure 2023/24 Budget (£) Proposed 2024/25 Budget (£) Change in Budget (£) Expenditure Totals 8,290,147 8,468,858 178,711 A number of budget savings have been implemented within the accounts where possible to achieve the current anticipated budget expenditure including savings from the recently completed Active Schools and Sports Development restructure; the anticipated staff cost savings from the Community Facilities Review; and the decision to re-let Floor 1 at Clydebank Leisure Centre. Additional Income has also been built into the budget based on service charge increases; however, the Trust is still required to provide another one- off use of £621,288 of reserves to close the budget gap. It is important to note that early discussions for the 2025/26 Management Fee will need to be undertaken as the current £621k gap that reserves will cover for this year will need to be addressed before considering any further management fee reductions.
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Five Year Strategic Plan & Annual Delivery Plan This Strategic Plan sets out our Strategic Objectives & Priorities for the next five years (2023 – 2028). It has been developed to provide a focus and strategic approach to ensure WDLT continues to maintain and develop services aiming to meet our Company Objects and compliment National Strategies and West Dunbartonshire’s Strategic Plan. The following Infographic demonstrates how our Strategic Plan Objectives align with our Company Values and Missions Statement. We are an organisation that aspires to the highest standards in everything we do, and we adopt six core values, which will underpin how we deliver on our three strategic objectives and priorities to achieve our mission. The following table highlights our Strategic Priorities against our Objectives: Objectives: Health & Wellbeing Opportunities for All A Thriving Not For Profit Charity Financial Sustainability Priorities: Facilities Programmes Partnerships People Profile Technology Income Financial Resources Sound Governance Our full Strategic Plan can be accessed here WDLT have also developed a Delivery Plan for 2024/25 identifying the key actions we will undertake to assist achieve the Strategic Priorities within our Strategic Plan.
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Key Performance Indicators Following a review of the previous Key Performance Indicators (KPIs) with the Council’s WDLT Partnership Officer, the following KPIs for 2024/25 have been agreed: Strategic Priority – Health & Wellbeing Opportunities for All Performance Indicator 2021/22 Actual 2022/23 Actual 2023/24 Projected 2024/25 Target CC1 Wet Activities (per 10,000) 3,047 3,535 3,794 3,908 CC2 Dry Activities (per 10,000) 3,810 4,981 5,438 5,521 Overall Usage 1,098,121 1,124,745 1,232,834 1,202,450 Individual Participants - All Memberships 10,781 12,236 14,500 15,000 Priority – Programmes Performance Indicator 2021/22 Actual 2022/23 Actual 2023/24 Projected 2024/25 Target % of local population who have been/are active participants in WDLT activities New Indicator New Indicator 22% 24.5% Total No. H&F Members 4,698 5,774 6,000 6,600 No. of Learn to Swim Visits 66,266 93,334 116,490 120,000 No. of Community Sport Programme Visits 33,715 30,654 27,032 28,500 No. of Holiday Activity Visits 6,449 5,827 4,718 4,750* * Reduction over the last two years due to the introduction of free access to holiday activities in 2022/23 via the Cost of Living Fund.
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Priority – Partnerships Performance Indicator 2021/22 Actual 2022/23 Actual 2022/23 Projected 2024/25 Target Targeted Active Schools Participants - SIMD 1 & 2 588 472 800 1,000 Targeted Active Schools Participants – ASN 1,100 1,061 2,200 2,300 Total Targeted Active Schools Participants 1,038 2,414 3,000 3,300 % of Primary School Roll participating in Active Schools Sessions 8% 19% 33% 40% % of Secondary School Roll participating in Active Schools Sessions 4% 3% 13% 18% % of Total School Roll participating in Active Schools Sessions 6% 11% 24% 29% No. Sports Clubs/Organisations linked to Schools 16 16 18 22 Free access to Holiday Activities New Indicator 10,598 14,522 15,000 Strategic Objective – A Thriving Not For Profit Charity Priority – People Performance Indicator 2021/22 Actual 2022/23 Actual 2022/23 Projected 2024/25 Target Number of Workshops / Training Sessions / Courses delivered 448 523 570 600 No. of delivers for Active Schools Sessions New Indicator New Indicator 195 210
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Priority – Profile Performance Indicator 2021/22 Actual 2022/23 Actual 2022/23 Projected 2024/25 Target MobilePro Club Hits New Indicator 849,177 900,000 1,000,000 Social media posts that promotes opportunities; celebrates success and demonstrates impact the Trust delivers New Indicator New Indicator 800 1,000 Priority – Technology Performance Indicator 2021/22 Actual 2022/23 Actual 2022/23 Projected 2024/25 Target MobilePro Users 25,472 31,109 36,000 40,000 % of on-line customer transactions New Indicator New Indicator 15% 20% Strategic Objective – Financial Sustainability Priority – Income Performance Indicator 2021/22 Actual 2022/23 Actual 2022/23 Projected 2024/25 Target Income £3,232,720 £3,548,448 £4,004,872 £4,189,197 Income Generated from Gym Use/Memberships £687,372 £1,164,034 £1,545,560 £1,624,000 Income generated from Swimming Activities £435,997 £710,619 £810,000 £884,500 Average Income Generated Per Hour (Community Centres) £17.11 £11.70 £8.39 £16.32 10
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Priority – Financial Resources Performance Indicator 2021/22 Actual 2022/23 Actual 2022/23 Projected 2024/25 Target % Income (Mgt Fee) 56.2% 55.8% 50% 46.6% % Income (Receipts) 43.8% 44.2% 50% 53.4% % of DD Gym Memberships sustained over a 12 Month period or more 80% 85% 85% 87% Expenditure £7,167,863 £8,122,237 £9,185,399 £8,468,858 Cost of Community Centres per Resident (87,790 population) £8.78 £10.54 £11.33 £8.12 Cost per Visit (Mgt Fee) £3.77 £3.98 £3.30 £2.96 Priority – Sound Governance Performance Indicator 2021/22 Actual 2022/23 Actual 2022/23 Projected 2024/25 Target Completion of all agreed recommendations following all Internal Audits New Indicator New Indicator 95% 100% Achievement of Unqualified Accounts following the annual external audit Unqualified Accounts Unqualified Accounts Unqualified Accounts Unqualified Accounts 11
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This document is also available in other languages, large print and audio format on request. Arabic Hindi 01389 737527 West Dunbartonshire Council, 16 Church Street, Dumbarton, G82 3PU communications@west-dunbarton.gov.uk 12
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West Dunbartonshire Leisure Trust Alexandria Community Centre Main Street Alexandria G83 0NU Tel: 01389 757806 Fax: 01389 751557 Email: leisureservicesadmin@west-dunbarton.gov.uk Website: www.wdleisure.net West Dunbartonshire Leisure is a recognised Scottish Charity: SC 042999; VAT Registered: GB 129 7502; and Company Registered: SC 413707 delivering services on behalf of West Dunbartonshire Council
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